INTRODUCTION

What is project?
“ A Project is a temporary endeavor undertaken to create a unique product, service or result”

What is Project Management?

Project Management is the application of knowledge, skills, tools and techniques applied to
project activities to meet the project requirements
Program Management
 A program is a group of related projects.
 By grouping related projects into a program, an organization can coordinate the
management of those projects.

Portfolio Management
 A portfolio includes a group of programs, individual projects, and other related
operational work that are prioritized and implemented to achieve a specific strategic
business goal.
 The Program and projects that make up the portfolio may not be related, other than
fact that they are helping to achieve a common strategic goal.
Organizational Project Management(OPM)
 Provides a strategic framework to use and guide portfolio, program and project
management to deliver organizational strategy.

Relationship Among Portfolio, Program and Project Management

Portfolio Management – A suite of business programmes managed to optimize
overall enterprise value
Program Management – A set of related projects designed to produce clearly
identified business value.
Project Management – A structural set of activities concerned with developing a
defined capability based on an agreed schedule and budget

Projects and Strategic Planning

Projects are typically authorized based on one or more strategic consideration
 Market demand – e.g. Requirements of big size car for family.
 Strategic opportunity/business need e.g. Launch new Android app for existing E-
commerce sites
 Social need e.g. Providing free internet service to remote areas
 Environmental consideration e.g. Launch of Electric car to reduce environmental
pollution
 Customer request e.g. Develop sports car for car racing company
 Technological advance e.g. Upgrade of existing server capability to provide high
speed internet
 Legal requirements e.g. Aligned with new roles of emission system of Car

Types of Project Management Office(PMO).

Supportive
1. Consultative role
2. Supplies Templates, best practices, Training,access to information and lessons learned from
other projects
3. Degree of Control is low
Controlling
1. Provides support
2. Conformance to governance
3. Degree of control is moderate

Directive
1. PMO Directly manages the projects
2. Degree of Control is high

Relationships Between Project, Operations Management and Organizational Strategy

Operations Management - Concerned with ongoing production of good and/or services.
Projects can intersect with operations at various points during the product life cycle, such as:
 At each closeout phase;
 When developing a new product, upgrading a product, or expanding outputs;
 While improving operations or the product development process; or
 Until the end of the product life cycle.

Project Management Responsibilities & Competencies

Project Manager accomplish work through the project team and key stakeholders.
Successful Project Managers balance knowledge, experience, ethics and a number of
interpersonal skills.
ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE
Organizational Influences
   a) Organizational Structure
 The Organizational structure sets the level of authority, roles and responsibilities and
the reporting structure within the project
 Organizations are structured into one of six models, the organization structure of
which will affect the project in some aspect
 Project manager’s authority varies based on the type of organizational structure
 Apart from five models in the adjacent diagram, sixth one is Composite
Organizational Structure
b) Organizational Communications:
 Important factor in project success in the face of globalization
 Email, texting, instant messaging, social media, video and web conference etc.

Organization Structure - Functional

Functional organizations are made up of units or division based on the types of business and
their associated responsibility.
Such Organizations are grouped by areas of specialization within different functional areas (e.g.
accounting, marketing and manufacturing)

Organization Structure - Projectized

1. Organizations that derive revenue from performing projects for others
2. Project Manager has full control of project

Organization Structure - Matrix

Mix  of Functional and Projectized organizations
Organization Structure – Weak Matrix
 Weak matrix structures map closely to a functional structure
 Project team may come from different departments, but the project manager reports
directly to a specific functional manager
Organization Matrix – Balanced Matrix
 A balanced matrix structure has many of the same attributes as a weak matrix, but
the project manager has more time and power regarding the project
 A balanced matrix has time-accountability issues for all the project team members
since their functional managers will want reports on their time spent on the object
Organizational Structure - Strong Matrix
 In a strong matrix organization, many of the same attributes for the project team
exists,but the project manager gains the power and time when it comes to project
work
 The Project team may also have more time available for the project even though they
may come from different departments
 
Comparison of Matrix Structure

Organization Structure - Composite

In Composite organization, a special project is created that consists of talent from many
different departments. Such project teams report directly to a project manager and will work
on high-priority project for its duration.
 

Project life cycle

 A project life cycle is the series of phases that a project passes through from its
initiation to its closure
 All projects go through into phases, and all projects, large or small, have a similar life
cycle structure
 Life cycles helps in determining work to be completed in each phase of the project
Impact of variables on Project Life Cycle

Types of Project Life Cycle

Predictive Life Cycles
e.g. a construction project will typically be managed using predictive approach undergoing life
cycles of feasibility, planning, design, production, turnover and start-up.

Iterative and Incremental Life Cycles

 In these types of project life cycles the project phases ( also called iteration)
intentionally repeat one or more project activities as the project team understanding
of the product increases
 Iterations develops the project, product through a series of repeated cycle while
increments successively add to the functionality of the product
 Iterations may be performed in a sequentially or overlapping fashion
 Future iterations may enhance earlier deliverable or may create new ones.
 Incremental delivers a complete, usable portion of product for each iteration
 With iterative, the complete concept is built in successive levels of detail to create
the end result
 Often Large and complex project are executed in iterative fashion to reduce risk by
allowing the team to incorporate feedback and less learned between iterations
Adaptive Life Cycles
 Also known as Change-driven or agile method
 They intend to respond to high levels of change and ongoing stakeholder
involvement
 They are also iterative and incremental but difference here is that the iterations are
rapid (2-4 weeks ) and fixed in time and cost
 Product backlog: Here the overall project scope is decomposed into set of
requirements and work to be performed
 Adaptive method is preferred when requirements and scope are difficult to define in
advance or when project is dealing with a rapidly changing environment, or when it is
possible to define small incremental improvements that will deliver value to the
stakeholders
PROJECT MANAGEMENT PROCESSES

Project Management Processes

Process – It is a set of actions and activities to achieve a product, result or service.
Project Management is an interactive endeavor – an action or failure to take action, in one area
will usually affect other areas

Both Processes overlap and interact throughout the project

Initiating Process Group

 Performed to define new project or new phase of an existing project by obtaining
authorization to start the project or phase
 When Project charter is approved, the project is officially authorized
 Two major processes are involved during initiation process groups.
 Develop Project Charter
 Identify Stakeholders
Planning Process Group
 Consists of those processes performed to establish the total scope of the effort,
define and refine objectives, and develop the course of action required to attain
 those objectives

Executing Process Group

 Consists of those processes performed to complete the work defined in the project
management plan to satisfy the project specifications
 Involves coordinating people and resources, managing stakeholder expectations, as
well as integrating and performing the activities of the project in accordance with the
project management plan

Monitoring and Controlling Process Group

 Consists of those processes required to track, review, and orchestrate the progress
and performance of the project
  Identify any areas in which changes to the plan are required
 Initiate the corresponding changes

Close Process Group

Consists of those processes performed to conclude all activities across all Project Management
Process Groups to formally complete the project, phase, or contractual obligations
At project or phase closure, the following may occur:
 Obtain acceptance by the customer or sponsor to formally close the project or
phase
 Conduct post-project or phase-end review
 Record impacts of tailoring to any process
 Document lessons learned
 Apply appropriate updates to organizational process assets
Flow of Project Management Processes - High level - Very Important
Control Processes – Scope & Quality

Project Management Process Group and Knowledge Area Mapping:

Please refer diagram from PMBOK guide.
PROJECT INTEGRATION MANAGEMENT

Why Manage Integration?

 Integration of Subsidiary Project Management plans i.e Output of other knowledge
areas such as Scope Management, Time Management, Cost Management, Quality
Management, Human resource Management, Risk Management, Procurement
Management, Stakeholder Management
 To Combine, unify and coordinate the various processes and project management
activities

Develop Project Charter

To create a document that formally authorizes a project
Project charters are created so that project can answer or satisfy one of the following

Inputs to Project Charter

Project statement of work(SOW) – It is narrative description of products or services to be
delivered  by the project. Every SOW should include

Develop Project Management Plan

 To define, prepare and coordinate all subsidiary plans and integrate them into
comprehensive project management plans.
  Defines the basis of all project work.

Deming cycle and PM Processes

PDCA (plan–do–check–act) is an iterative four-step management method used in business for
the control and continuous improvement of processes and products.

Direct and Manage Project work

To lead and perform the work defined in the project management plan
To lead and perform the changed work
Logical Flow of Project

Monitor and Control Project Work

To track and review and report the progress

Perform Integrated Change Control

To review all changes, approve change requests and managing changes of deliverable,
organizational process assets, project documents and project management plan.

Configuration Management
Configuration Management with Integrated Change Control
Evolutionary method
Opportunity to validate impact of change and its impact
Mechanisms for communication
Configuration Management Activities
Identity Configuration items
Status Accounting
Verification and Audits
Close Project or Phase
To Finalize all activities to formally complete the project or a project phase

Difference between Work Performance Data(WPD), Work Performance Information(WPI) and

Work Performance Reports (WPR)
 Work performance data is raw measurements before any analysis.
 Once it has been analyzed or processed, it becomes work performance information.
 A work performance report is a compilation of work performance information for
consumption for some purpose such as status or decision making.
PROJECT SCOPE MANAGEMENT

Plan Scope Management

To Plan how the project scope will be defined, validated and controlled

Collect Requirements
To determine, document, and manage stakeholder needs and requirements.

Tools and techniques of Collect requirements

Group Creativity Techniques
1. Brainstorming
2. Nominal Group Technique
3. Delphi Technique
4. Idea and Mind Map Diagram
5. Affinity Diagram
Group Decision Making Techniques
1. Unanimity
2. Majority
3. Plurality
4. Dictatorship
Benchmarking – Compare actual or planned practices to those comparable organizations
To Identify best practices
Generate ideas for improvement
Providing a basis for measuring performance
Organizations compared can be Internal and External
Context Diagram for IT Case Study

Requirements Management Plan

Requirements Traceability Matrix

It’s a table that links requirements to their origin and traces them throughout the life of the
project
Its provides a means to track requirements throughout the lifecycle of the project, helping to
ensure that requirements approved in the requirements documentation are delivered at end of
the project
Finally it provides a structure for managing changes to the product scope
This process includes, but is not limited to tracing
1.Requirements to business needs, opportunities, goals and objectives
2.Requirements to project objectives
3.Requirements to product scope/WBS deliverables
4.Requirements to product design
5.Requirements to product development
6.Requirements to test strategy and test scenarios
7.High-level requirements to more detailed requirements

Define Scope
To develop a detailed description of the project and product

Difference between Project Scope and Product Scope

Product Scope
The feature and functions that characterize a product, service or result
Completion measured against the requirements
Project Scope
The work that must be performed to deliver a product, service or result
Completion is measured against the plan

Project Scope Statement

1.Project Objectives
2.Product Scope description
3.Project requirement
4.Project boundaries
5.Project deliverables
6.Project acceptance criteria
7.Project constraints/assumptions
8.Initial Identified risk
9.Schedule milestones
10.Initial project organization
11.Fund limitation
12.Configuration management requirement
13.Approval requirement

Elements of the project charter and project scope statement

Project Charter
Project purpose or justification
Measurable project objectives and related success criteria
High-level requirements
High-level project description
High-level risks
Summary milestone schedule
Summary budget
Stakeholder list
Project approval requirements
(What constitutes success, decides it, who signs off)
Assigned Project manager, responsibility and authority level
Name of authority of the sponsor or other person(s) authorizing the project charter
Project Scope Statement
Project scope description (progressively elaborated)
Acceptance criteria
Project deliverables
Project exclusions
Project constraints
Project assumptions
Create WBS(Work Breakdown Structure)
The Process of subdividing project deliverables and project work into smaller, more
manageable components

Sample WBS Organized by Phase

WBS Dictionary Template

Miscellaneous Terms
Work Package – A deliverable at the lowest level of WBS
Code of Accounts – Numbering systems used to identify unique components of WBS
Control Accounts – ( Cost Center ) A management control point where scope,budget,actual cost
and schedule are integrated and compared to EV for performance management
Rolling Wave Planning – It is form of Progressive Elaboration. Work for near term is planned in
details
Validate Scope
To formalize acceptance of the completed project deliverables

Control Scope
To monitor the status of the project and product scope and managing changes to the scope
baseline
PROJECT TIME MANAGEMENT

What is Time Management?

Project Time Management includes the process required to manage the timely completion of
the project“

Plan Schedule Management

To establish the policies, procedures and documentation for managing , the project schedule

Define Activities
To identify and document the specific actions to be performed.
Sequence Activities
To identify and document relationships among the project activities.

After Activity lists are created, they need to be logically sequenced to

Identify the optimal duration of the Project
Identify the Critical Path
Plan resource and material of the project
Sequence of activities can be done using Manually Software such as MS Project
Project Network diagrams are the most convenient representations of project activities
sequencing
Dependency Determination
Mandatory Dependencies
Logical relationships inherent in the set of activities
Also called hard logic
Discretionary Dependencies
Dependencies which are defined by the project team or the performing organization
Also called preferred logic or soft logic
These dependencies need documentation as they may impact scheduling options later on in the
project.
External Dependencies
Represents relationship between project and non project Activities. E.g. Project requiring
government approval
Sequence Activities-PDM
Precedence Diagramming Method (PDM or AON-Activity on Node)
Finish-to-Start (F-S)- The Finish date of the predecessor task determines the start date of the
successor.
Start-to-Start (S-S)- the Start date of predecessor task determines  the start date of successor.

Sequence Activities-Lead and Lag

Lead and Lags are represented to suggest the delays or leads between two activities
Lead time: The overlap between tasks that have a dependency
Lag time: The delay between tasks that have a dependency
Estimate Activity Resources
To estimate the type and quantities of material, human resources, equipment, or supplies
required.

Estimate Activity Duration

To estimate the number of work periods needed to complete individual activities with
estimated resources

Analogous Estimation
 Uses a similar past project to estimate the duration or cost of your current project.
 Thus the root of the word: analogy.
 Considered a combination of historical information and expert judgment
 Less Accurate
 E.g if it cost $7,100 to develop a website a few months ago and you are responsible
for developing a new similar website, you estimate it to cost $7,100.

Parametric Estimating
 Uses the relationship between variables to calculate the cost or duration.
 For example, in the previous project, cost of concreting per cubic meter was $100.
  Then you can determine total cost of current similar project by using previous
information.

Three Point Estimating

 Manager: Usually how long does it take to complete the engine design?
 Engineer: About 5 days.
  Manager: Great. And what if there were problems… unexpected issues come up, and
there are new things that we haven’t thought up of arise?
 Engineer: Well, in that case, it might take as long as 10 days, worst case! Manager:
 I see. And how about if everything goes smoothly. No hiccups, and no problems?
What’s the best case?
 Engineer: Then I could get it done in just 3 days flat.
Triangular Distribution:
E = (5 + 10 + 3) / 3 = 18/3 = 6 Days.
Beta Distribution:
E = (3 + 4*5 + 10) / 6 = (3 + 20 + 10) / 6 = 33/6 = 5.6 Days.
Estimate Activity Duration-Tools and Techniques
Three-point estimates
To mitigate the risks on the estimation techniques, project manager uses three-point estimates
be created
Based on these three estimates, an average can be created to predict how long the activity
should take.
Three-point estimates is the new name for the PERT( Program Evaluation and Review
technique)
Develop Schedule
To analyze activity sequence, duration, resource requirement, and schedule constraint to
create the project schedule.

Schedule Outputs
Project Schedule-It can be presented graphically:
Milestone Chart
Bar Chart
Project Schedule Network Diagram
Schedule Baseline
Schedule Data
Project document updates
Activity Resource Requirement
Calendar
Risk Register

Develop Schedule Output

1. Collection of information for describing and controlling the schedule
2. At least the schedule milestones, schedule activities, activity attributes and documentation of
3. All identified assumptions and constraints
4. Resource requirements by time period
5. Alternative schedules such as best-case or worst case
6. Scheduling of contingency reserves
Critical Path Method
Calculates a single deterministic early and late finish date for each activity based on specified
sequential network logic and a single duration estimate
Forward calculation= (ES + Duration) – 1
Backward calculation= (LF - Duration) + 1

Critical Path analysis

Nature of Critical path
 Critical path changes while tracking
 Changes while change in scope of works
 Multiple Critical
 Changes while monitoring paths
Network Diagram Calculation
Calculating Float in PND:
Float or sack is the amount of time a delayed task can postpone the project’s completion.
The three different types of float are as follows.
Miscellaneous Concepts
Crashing
1.This approach adds more resource to complete the activity on the critical path

2.In this case, the cost increases as more resource used for the same work

3.Crashing always does not work

4.Activities which has fixed timing cannot be reduced like drying time of a concrete

Fast Tracking
1.This method changes the relationship of activities
2.With this method, activities that normally would have been in sequence are allowed to be
done in parallel or with some overlap.

3.This can be accomplished by changing the relation of activities from FS to SS or by adding lead
time to down team activities

Miscellaneous Concepts
Resource Leveling
1.Start and Finish dates are adjusted based on resource constraints
2.Used when critical resources are shared
Resource Smoothing
The activities are adjusted in such a manner that requirements for the resources does not
exceed
a predetermined
Critical Chain Method
1.The critical chain method aims to eliminate Parkinson’s Law by eliminating bottlenecks that
hold up the project progression
2.In this method, deadlines associated with individual tasks are removed, and the only date
that matters is the promised due date of the project deliverables
3.It works to modify schedule based on availability of resources rather than the pure sequence
of activities
4.This method first requires the discovery of the critical path and then applies available
resources to determine the true resources limited schedule
5.Based on the availability of resources the critical path may be completely different than the
CPM
6.This method evaluates each activity’s latest possible start and finish dates. Thus giving the
project managers to manage buffer activity duration
7.Buffers can be added to point where non-critical chain meet critical chain called feeder
buffers and also at end of the project called project buffer
8.The buffers are then monitored for consumption
Control Schedule
To monitor the status of project activities to update project progress and manage changes to
the schedule baseline

PROJECT COST MANAGEMENT

Why Manage Costs?

1. Costs of inputs and services change during the course of project leading to cost escalations
2. Cost estimation is difficult since there are many Factors that influence the cost of a project
and not all of them are under  the project’s direct control.
3. Delay in project execution increases the chances of cost escalation
Plan Cost Management
Process that established  the policies, procedure and documentation for planning, managing,
expending, and controlling project cost.
Cost Management Plan

The cost management processes and their associated tools and techniques along with following
component are documented:
Units of measure
Levels of Precision: The degree to which activity cost estimates will be rounded up or down
Levels of accuracy: The acceptable range (e.g. +5%) used in determining realistic activity cost
estimate
Amount for contingencies.
Estimate Cost

Estimating Cost-Inputs
Organizational Process Assets: The following internal policies and processes are used
Cost Estimating Policies – internal guidelines on how to estimate cost.
Cost Estimating templates -  that can be used to develop cost estimate
Historical information – related to  project product or services.
Project Scope baseline: The project scope statement along with the WBS and WBS enables the
estimator to come up with the cost estimate.
Human Resource Plan: key resources are always on demand and have to allocated and de-
allocated at the appropriate time.
Risk Register: The cost of responding to a risk need to be a part of the estimated costs. It could
be a threat and hence, increase the cost or could be an opportunity reducing the cost.
Estimate Cost-Inputs
Enterprise Environmental Factor:
1. Market Conditions
Solo Source
 Activity Attributes
Single Source
Multiple vendor
2. Published Commercial Information
3. Type of project Expenses:
Direct Cost
Indirect Cost
Estimates have variable level of accuracy depending on the amount of information available at
different stages of the project life cycle.

Some level of estimation accuracy are:

Rough order of Magnitude – This is used during initial estimation. -25% to +75% Variance
Budget Estimate – This is at early stage of planning. -10% to +25% Variance
Definite Estimate – It is most accurate, WBS are required to create this. -5% to +10 %
Estimating Cost- Tools and Techniques
Analogous Estimating: Technique that uses analogy to arrive at the estimate.
Bottom-up Estimating: Estimate for project is arrived at by estimating the cost of work package
and rolling them up.
Parametric Estimating: Statistical relationship between historical data and other information.
Project Management Software: Spreadsheet and schedule graphing tools are widely used to
arrive at estimate.
Vendor Bid Analysis: Bids sent in by various vendors are evaluated and the costs are used to
estimate the final cost of the project.
Reserve Analysis: To Provide the contingencies where risk is involved
Cost of Quality: Cost incurred is preventing defect (non conformance).
Estimating Cost-Output
Activity Cost Estimates: Quantitative assessment of likely costs of resources that are needed to
complete the assigned task.
Basis of Estimates: Additional details used to support the activity cost estimates.
Project document updates: If the estimation activity resulted in any approved change request
to the cost management plans.
Determine Budget
The process of aggregating the estimated costs of individual activities or work packages to
establish an authorized cost Baseline.

Determine Budget-Input
Activity Cost Estimates : Activities within each work package to arrive at the estimate for each
work package.
Basis of Estimate: Developed during the cost estimating phase.
Project Scope Baseline: To review and incorporate funding constraints, available in the charter
and which get documented in the project scope statement into the cost budget.
Project Schedule: Used to aggregate costs for the period when the specified activity would be
performed.
Resource Calendars: Shows details of when the particular resource can be active and when it
would be inactive.
Contract: Information related to what products or services need to be produced is obtained.

Determine Budget-Tools and Technique

Reserve Analysis: Used for “unknown unknowns”, the money is reserved as management
contingency reserve.
Cost Aggregation: Cost Estimates of activities are aggregated to the work package level and
then up-to project.
Funding Limit Reconciliation: Expenditure towards the project are reviewed against limits set
by the customer, periodically.
Project Cost Management

Control Cost

Cost Control is executing one or more of the following with a view to controlling costs within a
project:
Comparing actual cost with the Cost Baseline.
Influencing factors that impact Cost Baseline.
Managing Changes efficiently thereby controlling costs.
PROJECT QUALITY MANAGEMENT

What is Quality?
Quality is “the degree to which a set of inherent characteristic fulfill requirements”
Inputs
"Conformance of requirements of the customer”- philip crosby
“Predictable uniformity & dependability at low cost and suited to market”- W Edward Deming
“Fitness for use” – Joseph Juran

Project Quality Management

Perform Quality Control

It is the process of monitoring and recording results of executing the quality activities to assess
performance and recommend necessary changes. It is performed throughout the life of project.
QC requires the project manger or another qualified person to monitor and measure project
results to determine whether the are up to quality standards. In case of non-conformance , root
cause analysis is done.

Plan Quality Management

Plan quality management is the process of identifying quality requirements for project and its
deliverable. It provides guidance how quality will be managed and validated in project.

Tools and Techniques of Plan Quality Management - Cost Benefit Analysis

“Cost Benefit Analysis is a procedure for evaluating the desirability of a project by weighting
Benefits against Cost”. Results may be expressed in different ways, including internal rate of
returns, net present value and benefit-cost ratio.
Cost of Quality – Looking at what cost of conformance and non conformance to quality and
creating an appropriate balance.

Cost of Conformance- Money spent during the project to avoid failures

Cost of Non Conformance - Money spent during and after the project because of failures
Seven basic quality tools - 
1.Cause and Effect Diagram
It is also known as fishbone diagrams or as Ishikawa diagrams. The problem statement placed at
the head of the fishbone is used as a starting point to trace the problem’s source back to its
actionable root cause.

2.Flowcharts
It is also referred to as process maps because they display the sequence of steps and the
branching possibilities that exist for a process that transforms one or more inputs into one or
more outputs.

3.Checksheets
It is also known as tally sheets and may be used as a checklist when gathering data.

4.Pareto Diagram
It exist as a special form of vertical bar chart and are used to identify the vital few sources that
are responsible for causing most of a problem’s effects.

5.Histograms
It is a special form of bar chart and are used to describe the central tendency, dispersion, and
shape of a statistical distribution.

6.Control Charts
It is used to determine whether or not a process is stable or has predictable performance.
Upper and lower specification limits are based on requirements of the agreement.

7.Scatter Diagram
Plot ordered pairs (X, Y) and are sometimes called correlation charts because they seek to
explain a change in the dependent variable, Y, in relationship to a change observed in the
corresponding independent variable, X.

Perform Quality Assurance

It is the process of auditing the quality requirements and the results from quality control
measurements to ensure that appropriate quality standards and operational definitions are
used.

Quality management and control tools - Seven basic control quality tools
1.Affinity Diagram
The affinity diagram is similar to mind-mapping techniques in that they are used to generate
ideas that can be linked to form organized patterns of thought about a problem.

2.Process decision program charts - (PDPC)

The PDPC is useful as a method for contingency planning because it aids teams in anticipating
intermediate steps that could derail achievement of the goal.

3.Interrelation Diagraph
The interrelationship digraphs provide a process for creative problem solving in moderately
complex scenarios that possess intertwined logical relationships for up to 50 relevant items.

4.Tree Diagram
Also known as systematic diagrams and may be used to represent decomposition hierarchies
such as the WBS, RBS (risk breakdown structure), and OBS (organizational breakdown
structure).
5.Network Diagrams
Previously known as arrow diagrams. The most commonly used, AON (Activity on Node)
formats of a network diagram.

6.Matrix Diagram
A quality management and control tool used to perform data analysis within the organizational
structure created in the matrix.

Control Quality
Control Quality is the process of monitoring and recording results of executing the quality
activities to assess performance and recommend necessary changes.
PROJECT HUMAN RESOURCE MANAGEMENT

Project Human Resource Management

 Processes that organize, manage and lead the project team. The project team is
comprised of the people with assigned roles and responsibilities.

Plan Human Resource Management

It is the process of identifying and documenting project roles, responsibilities, required skills,
reporting relationships and creating staffing management plan.

Acquire Project Team

1. Acquire project team is the process of confirming human resource availability and
obtaining the team necessary to complete project activities
2. Benefits of this process includes outlining and guiding the team selection and
responsibility assignment to obtain successful team.

Develop Project Team

Develop project team is the process of improving competencies, team member interaction, and
overall team environment to enhance project performance.

Tools and Techniques of Develop Project team

Team-building Activities – Objective of team building activities is to help individual team
members work together effectively. One of models is the Tuckman ladder.

Tuckman ladder explain different stages of team building.

1. Forming - Team begins to address the project work, technical decisions, and the
project management approach
2. Storming - Team members begin to work together and adjust their work habits and
behaviors to support the team. The team learns to trust each other
3. Norming - Teams that reach the performing stage function as a well-organized unit.
They are interdependent and work through issues smoothly and effectively
4. Performing - Teams that reach the performing stage function as a well-organized unit
5. Adjourning – The team completes the work and moves on from the project
Tuckman ladder

Manage Project Team

To track and review and report the progress

Manage Project team – Tools and Techniques

Observation and Conversation
Project Performance Appraisal
Conflict management – There are 6 general techniques for resolving conflicts:
a) Withdrawing / Avoiding
b) Smoothing / Accommodating
c) Compromising
d) Forcing
e) Collaborating
f) Control/ Problem Solving
Interpersonal Skills
a) Leadership
b) Influencing
c) Effective decision making

Organizational Theories
McGregor’s Theory of X and Y
X is bad – These people need to be watched all the time, micromanaged and cannot be trusted.
X people avoid work, shun responsibility and lack the aptitude to achieve.
Y is Good – These people are self-led, motivated and can accomplish new tasks proactively.
Ouchi’s Theory Z – Workers are motivated by a sense of commitment, opportunity and
advancement. They learn business by moving up through the ranks of the company. This theory
also credits the idea of lifetime employment. The workers will stay in the company until they
retire because they are dedicated to the company, which in turn dedicated to them.
Expectancy Theory – This theory states that people will behave based on what they expect as a
result of their behaviour.
McClelland’s Theory of Needs
a) Need of achievement
b) Need for affiliation
c) Need for Power
PROJECT COMMUNICATIONS MANAGEMENT

What is Project Communications Management?

Project communication management includes the processes that are required to ensure timely
and appropriate,planning,collection,creation,distribution,storage,retrieval,management,cont
rol,   monitoring and the ultimate disposition of project information.

Project Communications Management?

The communications activities involved in these processes may often have many potential
dimensions that need to be considered, including but not limited to.
1. Internal( within the project)
2. External (Customer,Vendor,other Projects,organizations,public)
3. Formal(Reports,minutes,Briefing) and Informal(email,memos)
4. Verticals(Up and Down the  organizations) and Horizontal (with peers)
5. Official ( Newsletter,Annual report)
Plan Communications Management

Plan Communications Management is the process of developing an appropriate approach and

plan for project communications based on stakeholder’s information needs and requirements,
and available organizational assets

Plan Communications Management Inputs

Project Management Plan
Stakeholder register
Enterprise Environmental Factors
a) Organizational Culture and structure
b) Standards and Regulations
c) Logistics and Infrastructure
d) Human Resource
e) HR Policies and Procedures
f) Project Work authorization system
g) Marketplace conditions
h) Stakeholder Risk Tolerance
i) Commercial Databases
j) PMIS

Organizational Process Assets

a) Standards and Policies
b) Organizational Guidelines, work instructions, performance measurements criteria
c) Organizational communication requirements
d) Project closure requirements
e) Issue and Defect Management process
f) Change control procedures
g) Risk control procedures
h) Work authorization system
i) Process measurement database
j) Project file structure, organization and retention
k) Historical information's and lessons learned requirements
l) Issue and Defect Management systems
m) Configuration management database
n) Project financial database

Plan Communications Management Tools and Techniques

Communications Requirements Analysis – number of potential channel is n(n-1)/2 where n is
the number of stakeholders
Communication Technology – Factors that can affect communication plan
a) Urgency of information
b) Technology
c) Project staffing
d) Project length
e) Project environment
Communication Models- Key components of the model include:
a) Encode
b) Message and Feedback-message
c) Medium
d) Noise
e) Decode
Communications Methods – Interactive, Push and Pull
Meetings

Plan Communications Management Outputs

Communications Management Plan
a) Stakeholder communication requirements
b) Information to be communicated, including language,format,content and level of default
c) Reason for distribution of that information
d) Timeframe and frequency for the distribution of required information
e) Person responsible for communicating the information
f) Person responsible for authorizing release of confidential information
g) Person or group who will receive the information
h) Methods or technologies used to convey the information
i) Resources allocated for communication activities, including time and budget
j) Escalation process
Exercise On Communication Planning

Manage Communications
To create,collect,distribute,store,retrieve and the ultimate disposition of project information
Benefits of this process is that it enables an efficient and effective communications flow
between project stakeholders.

Communication – Models and Method

Communication methods are broadly classified into:
a) Interactive communication
b) Push communication
c) Pull communication

General Model of Communication

Communication is essentially the interpersonal process of sending and receiving message.

Control Communications
Control Communications is the process of monitoring and controlling
communications throughout the entire project life cycle to ensure the information needs of the
project stakeholders are met .